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Changes in the Use of Employee Training Methods in Slovakia in the Context of the COVID-19 Pandemic: A Quantitative and Qualitative Perspective
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Human plans are essential for the attainment of goals and achievements, so they must be properly managed in order for the work to be effective in line with the plan. This study was conducted on the basis of the purpose of determining the extent to which education, training, experience, and job discipline affect the performance of employees in the company. There is a total of 87 employees PT. Infineon Technologies Batam in this study on the number of samples more than the population and the method of sampling is census. In the research using multiple regression, the theory is tested with SPSS mathematical tools, and this study takes 6 months. Positively influenced by employee education, training, experience, and work discipline. The scope of this study is a pandemic that hinders research and there are not many variables to be evaluated. This research contributes to the analysis of management literature and provides powerful results that are available to most people.
Human capital (HC) is a key factor for enterprises’ performance and competitiveness. The aim of this study was to identify how enterprises in Slovakia perceive the impact of the investments in HC on business performance within the context of the implementation of human capital management (HCM). The content analysis was applied to analyze the different authors’ opinions on the substance of HC. These opinions were compared, and the knowledge obtained was synthesized. The article’s originality stems from the evaluation of the results from a unique questionnaire survey conducted with a specific focus on IT companies. This follows the presumption that these companies approach the application of HCM in an exemplary way, while being considered knowledge intensive. To collect the primary data, a questionnaire survey was performed in 113 Slovak IT enterprises and its results were analyzed using statistical tests of independence. The main findings include the corroboration of a positive effect of investments in the employees’ education and the implementation of HCM on the enterprises’ performance. Despite this, more than a third of the enterprises did not evaluate the effectiveness of investment in HC, and more than half of enterprises did not have the HCM concept implemented. Several solutions are recommended with respect to the HR managers’ training.
The present paper examines the current level of employees' satisfaction with the online learning and transfer of training during the COVID-19 pandemic. The available data confirms that the majority of Saudi universities' employees are satisfied with the transition to mixed methods and actively utilize them. At the same time, they recognize that they cannot fully substitute for traditional learning. The major challenges experienced by them and potential solutions are properly examined. As further digitalization and integration of online and traditional teaching methods is inevitable, additional training courses should be introduced for employees. The main priority should also be assigned to optimizing communication and interactions between employees and instructors, thus harmonizing the interests of all parties. Further reforms can effectively maximize employees' satisfaction, while ensuring the most effective organization of the training process under new conditions.
The COVID-19 pandemic has been indelibly written in the history of mankind. Its greatest tragedy is that it claimed a large number of human lives. At the same time, however, it paralyzed cities, businesses and cut people off from their loved ones for many months. We can observe its consequences in every sphere of life, including HRM and its components. The aim of the paper is to find out whether there were changes in the methods of training and development of employees of Slovak companies during the COVID-19 pandemic. The intention was to find out whether the number of employee training and development methods used changed during the COVID-19 pandemic, and if so, which of them were used less often during the COVID-19 pandemic than before the pandemic, and which, on the contrary, more often. The research was carried out using a questionnaire survey on a sample of 308 employees of Slovak companies. Statistical methods such as mean, median or mode, Wilcoxon Signed Ranks Test and McNemar Test were used to analyse the answers. One of the main findings is the fact that among the interviewed employees there was a decrease in the used methods of training and development, especially in the use of workshops, coaching, mentoring and instructing. The only method that began to be used more often during the COVID-19 pandemic is e-learning.
This study aims to examine the effect of career development and work environment on the performance of the Aceh Agriculture and Livestock Service Office employees. Data was obtained by distributing questionnaires to 100 employees. The data analysis method is Structural Equation Modeling (SEM). The results showed that career development and employee work environment had a significant effect on work motivation and employee performance. In addition, career development and work environment also have a direct effect on performance. Work motivation partially mediates the effect of career development, work environment on performance. The Department of Agriculture and Livestock is expected to improve career development in order to create a conducive work environment to improve employee performance at the Aceh Agriculture and Livestock Service Office.
Organizations have moved away from traditional classroom-based training to online training whereby employees can attend courses at their convenience either at home or in the workplace. This transition has been fuelled by lockdowns that governments worldwide have implemented to counter the spread of the COVID-19 pandemic, where employees are expected to work or attend training from home. However, several issues including lack of employee engagement hinder the effective delivery of online corporate training. In recent years, gamification has been identified as a solution to lack of engagement in education. Gamification involves the incorporation of game elements into non-game applications to encourage user engagement, where different combinations are used for different learning contexts. However, little research has been done to identify suitable game elements for the gamification of corporate online training. This study proposes a set of game elements to improve employee engagement with online training platforms. A step-by-step analysis of the literature led to the identification of nine potentially suitable game elements. These elements were evaluated by a group of experts selected from five well-known training providers in Saudi Arabia, who completed a semi-structured interview questionnaire about the usability, completeness, and usefulness of the elements. The result of the evaluation indicated that the identified game elements will be able to effectively and efficiently improve employee engagement. The set of nine game elements was then incorporated into a proposed framework for the gamification of online training platforms to enhance employee engagement.
Every crisis affects entrepreneurial activity; for some entrepreneurs, it is an opportunity for a new start; others are forced to shut down their businesses. This study aimed to analyze the effect of the global coronavirus (so-called COVID-19) pandemic on Czech entrepreneurial activity. The article exploits the administrative data covering business demographics of seventy-seven Local Administrative Units (LAU1) regions over the years 2008-2020. Data were obtained from the Czech Statistical Office. The study provides insights into the short term effects of the pandemic, i.e. one year after. The results from the panel regression models and placebo tests comparing forecasted values of new businesses registrations and closures with actual values obtained after the end of 2020 do not show that there would be a significant drop in the Czech entrepreneurial activity. On the opposite, the data indicate that the Czech entrepreneurial activity grew and even increased compared with 2019. However, the obtained results need to be interpreted with caution, as many factors influenced Czech businesses’ development. Specifically, we mention the past economic growth, the introduction of public entrepreneurship and SME policy instruments and financial back-ups of the business owners. There are several implications of the conducted research. For instance, there is a need to observe the long-term effects of the pandemic on business demography and its structure. We propose to study changes in bankruptcy rates in the most harmed sectors such as tourism, hospitality, culture or sport and compare them with sectors that could easier transfer their business activities online.
Human resources in companies are gaining increasingly more strategic meaning by its ability to influence reaching company goals. The task of a manager is to understand the fact that every employee is different, has different needs, goals, and ambitions, is motivated by something else in every stage of career ladder. The aim of the paper is to define the influence of education in building the employee's career. The presumption if the level of education has influence on the career motivation factors is verified on the sample of 3,720 respondents. The results of the research have confirmed that the employee's career is influenced by the level of education significantly. Motivation factors education and personal growth, applying own skills, self-fulfillment, and autonomous decision-making are perceived differently in terms of importance and gender. Therefore, it is recommended the company managers to include into leading of employee's career also the level of education in the context of gender that influences employee's needs and interests.
This article focuses on human resources management in relationship to organizational performance in global Covid-19 pandemic times, particularly in the tourism companies operating in the Slovak Republic. From the theoretical part, the paper focuses on
the evaluation of the situation in hospitality caused by Covid-19 in tourism companies in the current business environment and look at the more detailed human resources management, as many scholars point to some irregularities. The paper also presents the research
results that was carried out on 274 respondents of managers who work in hospitality and the other sectors in this field. For research
purposes, we suggested and tested the research hypothesis to analyze the statistically significant relationship between the impact of Covid-19 on the selected human resource management practices and the performance development of tourism companies in the
Slovak Republic. There were the following practices: recruitment and selection of employees, education (training) and development, evaluation and management of employees´ performance, rewarding and employee participation. The hypothesis was verified by
correlation analysis with the use of inductive statistic. The hypothesis was verified at the end. The article points at the fact, that the procedures and practices of human resources are affected by Covid-19, as the other sector of human resources management. Also, the
impact of Covid-19 affects the changes in the performance development of tourism companies operating in the Slovakia.
Purpose
This paper aims to explore the direction and extent of changes in the approach of organisations to employee development that have occurred as a result of the COVID-19 pandemic.
Design/methodology/approach
This research is of a qualitative nature. The thematic exploration uses the analysis of findings from 19 in-depth interviews with experienced HR managers and is preceded by desk research.
Findings
The findings advance our understanding of how the COVID-19 pandemic has affected developmental processes in organisations. The results indicate, apart from the change in the form and methodology of employee trainings due to the pandemic, that employees also desire new subjects to aid their development. One also noticed decreased employee engagement and increased fatigue with the use of multiple, online development initiatives.
Practical implications
For learning and development (L&D) practitioners, there are implications in relation to tailoring developmental offerings to fit the needs of employees to help them to progress more in the course of their work. In this new reality, an agile approach to employee development can work much better. The activities of the L&D departments should also take into greater account the changing and unpredictable reality as well as the evolving nature of information and communication technologies (ICT). The COVID-19 pandemic may contribute to the analysis and modernisation of existing offerings for development in organisations and foster a culture of lifelong learning.
Originality/value
This research makes an important contribution to the literature by examining the impact of situational context on modifications in development activities undertaken in organisations. The results indicate the need to change the existing role of L&D teams in organisations, taking into account the maximum use of e-learning potential, while understanding its limitations. It can be assumed that while the pandemic develops, designing hybrid learning will become even more important and L&D professionals will focus on combining the flexibility of self-training and available online resources with highly engaging real-world experiences.
Intelligent businesses have been raising harsh questions regarding conventional approaches to schooling and the growth of their workers since long before our current crisis. The fantasy of "all-online digital learning" at the beginning of the 21st century has largely failed, particularly because some of the most critical management skills are better taught and trained in person. "The soft thing," it points out, is really the hard thing, and managers who are involved in improving behavioral abilities and emotional maturity, and the capacity to interact and control others would not significantly advance with an online module. That being said, the completely unpredictable path of transition in 2020 causes us all to reconsider how we can improve and prepare our staff and construct and expand our organizational and cultural capability while we actually cannot get together in person
Human potential introduces an enormous range of knowledge, skills, predictable and unpredictable responses, ways of perception, experience, and behaviour. The human potential in the corporate environment, i.e. people and their complex positive and negative abilities are mostly constructive, but sometimes destructive creators of new values and new knowledge. The need to implement changes in management systems is a challenge and a condition for future competitiveness these days. In this paper, the authors focus on the cultural-historical development of human resource management from the time when people were only a secondary component of production to the present when they are a key element in maintaining competitiveness. A survey conducted between 2010 and 2019 analyses how human resource management in Slovak organizations has changed over the past decade. The survey revealed several 321 findings. The most fundamental is the trend of increasing the size of human resource management units or personnel departments in organizations.
Today’s organizations have to remain alert and adaptive to unforeseen events, such as external crises, which create increased uncertainty among their workforce and pose immediate threats to the organizations’ performance and viability. However, with the recent COVID-19 pandemic, organizations suddenly have to navigate the unprecedented and thereby find new solutions to challenges arising across many areas of their operations. In this article, we discusses some of these challenges, focusing on the implications COVID-19 has for human resource management (HRM) as organizations help their workforce cope with and adjust to their newly altered work environment. In addition, we propose several avenues for future research and advocate for an integrated research agenda for tackling the challenges discussed.
This Elgar Introduction provides an overview of some of the key theories that inform human resource management and employment relations as a field of study.
Cross training employees will improve the efficiency of the business. Cross training to the employees can be given in different methods. This paper explains the on job training that can be provided internally in the organization itself and its benefits and draw backs. Importance of on-the job training and learning, limitations of training at the workplace are explained.
In a rapidly moving world where so many of our day-to-day activities are now online, it has become essential to adapt coaching processes in order to better suit clients’ circumstances and needs. Above all, clients want sustainable and time-efficient results. Electronic coaching (e-coaching) is an inevitable development for every professional who coaches, mentors, teaches, supervises, guides or helps people in their jobs.
The book is underpinned by a theoretical framework that introduces a new model of people development (the ABC model), inspired by Graham Alexander’s GROW model, and a new text-based coaching method inspired by Brown and Levinson’s politeness theory. E-coaching is practical in its approach, with explanations on safeguarding the security and privacy of your clients, how to calculate rates, managing expectations and other important aspects of coaching online.
The first English-language text available on e-coaching, this book presents a unique combined approach of method and technique, supplemented with a sample e-coaching programme. It is a must-read for all coaches, mentors, supervisors, teachers or HR professionals who want to coach in a modern way, as well as students studying on coaching courses.
Vocational Education and Training with Individuals Entrepreneurship Skills Development, under the framework of effective public policies in order to Achieving National Development Objectives together with eliminating the Poverty in the long run
Abstract
Considering about the contemporary global issues poverty can be identifying as one of the major problem or threat to the human civilization on the earth. Government organizations, global organizations and non-governmental organizations are formulating driftnet strategies to wipe out the poverty from this good earth by implementing those strategies and measuring the progress of strategy implementation in terms of economic as well as social indicators. But the unfortunate reality is still the disease of poverty ruling the world as a king of many people, especially those who are living most of the developing countries. Whatever the country’s political and economic ideology, increasing the standards of living of its citizens can be identify as a primary objective of any economy. According to the World Bank global monitoring report 2014/2015 its focusing to very essential areas like human capital, Environmental Sustainability and social safety nets in order to achieving the theme of “ending poverty and sharing prosperity”. Focusing to the human capital, the government has to play a major role by formulating effective public policies which are related to human capital development of the country. This paper is basically discussing how the country can develop their human capital through enhancing vocational education and training with developing individual’s entrepreneurship skills and how it will be contribute to the gross domestic product, increasing the citizens standard of living and achieving the continues economic growth under the framework of effective public policy. The main objective of this paper is providing strategic policy framework to politicians, administrators and professionals and academics those who are involving to making decisions, policies, theories which are related to eliminating poverty from the earth. Reviewing of literature, direct and indirect observations were applied as a methodology of this paper and all conclusions are based on the discussion.
Key Words Poverty, Vocational Education and Training, Entrepreneurship, Public Policy, Economic Growth
The primary goal of all organisations is efficiency of human resources. Therefore activities as HR controlling, performance management but also cutting costs are the main theme. Current organisations need to monitor human resources to keep their competitiveness. Thus paper describes the key factor of organisational efficiency - employee education, talent management and the necessity to retain skilled employees. The aim of the paper is to reveal the current approach in organisations to education and learning based on primary survey of employees. The data were collected using quantitative primary survey in Czech organisations across sectors. The questionnaire was compiled based on the theoretical background. The paper has been processed based on the analysis of secondary sources, outcome synthesis and the evaluation of results of a questionnaire survey. The data were analysed using descriptive statistic, correlation analysis and factor analysis. The SPSS programme was used for the analyses. The outcomes were categorized and the analyses revealed the main factors affecting organisational approach to employee learning and development. The results identify three possible approaches in organisations to employee learning and development. The first type of organisations educates employees by their own rules, second type does not support education of employees in any way, it is only an interest of employees themselves and thirdly knowledgeable employees were identified as those employees do as much as possible to learn and grow and they choose job position in order to develop constantly. The results can be taken into account in further analysis and in organisation of adult education.
With the passage of time, the value of well-designed training becomes more apparent for the success of individual employees. Similarly, managers and executives have a need for constant development and renewal in their work. This chapter describes how a training program can be designed and managed for different requirements. To be effective, training efforts must be assessed after the fact.
A series of trends shaping the current workplace has changed the nature of human capital development practice to be more employee-driven. However, existing development research does not fully account for this shift and the anticipated benefits of employee-driven development. In this review we reflect on the current state of the employee development literature and propose a new, broader conceptualization of employee development characterized by a partnership between the employer and employee. In doing so, we offer three recommendations for how research needs to evolve to align employee development scholarship with current practices: (1) incorporate proactivity in the definition of employee development, (2) update the context for learning, and, (3) think differently about how human capital is valued. We suggest ways in which theory can be extended for increasing our understanding of several commonly used employee-driven development methods. Finally, we provide future research questions and practical suggestions based on our new conceptualization of employee development.
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